Managers operate in a complex, uncertain environment and tend to form simplified models in order to cope with this environment and make competitive strategic decisions (i.e., cost-leadership, differentiation, or focus). In this study, we use an experimental design to examine the strategic choice...

Managers form simplified mental models to cope with market environment uncertainties and to process information. A critical decision is whether to enter a high-potential market early. Large innovation and development investments involved in this decision increase uncertainty. We examine the...

Existing studies of conflict management in joint ventures assume that the characteristics of the tasks that generate conflict have no impact on either the conflict-performance relationship or on the effectiveness of conflict management techniques. In this paper we challenge this assumption by...